Slides from a presentation given by The Skipton BA team to a meeting of IIBA UK's North branch on 25 November 2014. A brief look at how Skipton Building Society have rolled out Lean, some of the Lean techniques they use, some of the challenges they have faced and what's still left to do.

1. Embedding
Lean in
Skipton
Building
Society

2. •Why
•Techniques & Training
•Challenges & Successes

3. Our People Our Processes
ONE TEAM
Our Financial
Strength
Our Customers
OWNERSHIP TRUST
•Where does Lean fit in?
Our Values and Pillars

4. Understanding the Customer Experience
(what it is really all about)
Operations Process Map
Sort & Scan
Input
application
Confirmation
letter to
customer
Application
form arrives
END
Wait in Queue
Want to apply
for a product
True Customer Experience
Can’t find form
on web site
Hard to find
phone number
Phone and
wait in queue
Handoffs and
unclear
information
Receive form
in post
Difficult to fill in
Post
completed
form
Wait seven
days
Receive
confusing letter
Phone and
wait in queue
Get
explanation of
letter
END
Mystery Shoppers
Service Testers
Customer Feedback
Put yourself in
the customers
shoes

5. BPM
Framework
Reference
material
Deliverable
templates
Techniques
(user guides)
Tools
Training
material
Roles &
Responsibilities
Communication
Packs
Skills
Glossary
We needed
a toolkit
• drive cultural change
• encourage empowerment and teamwork
• embed CI by taking ownership
• everyone has the remit to challenge the
here and now
• people to be able to ‘do it’ themselves
• pick and mix approach (use what is
useful for the task in hand)
• keep it simple, focus on Lean not Six
Sigma

6. Sources of input
Develop / Improve
BPM Framework
Issues
and / or
improvement
ideas
Filter
BPM
Framework
Reference
Deliverable
templates
Techniques
(user guides)
Tools
Training
material
Roles &
Responsibilities
Communication
Packs
Skills
Glossary

7. Sources of Input
Develop / Improve
BPM Framework
Use the
BPMFramework
to guide / drive
results
Issues
and / or
improvement
ideas
As Is
processes,
issues,
ideas
Filter
BPM
Framework
Reference
Deliverable
templates
Tools
Feedback on BPM Framework
Improved
processes
Cost savings plus
Increased:
• Productivity
• Capacity
• Efficiency
• Effectiveness
• Consistency
• Empowerment
• Morale
• Customer Service
etc
Techniques
(user guides)
To Be Processes
Training
material
Roles &
Responsibilities
Communication
Packs
Skills
Process
Library
Business
Projects
and / or
Improvement
Initiatives
Business Requirements
The “What”
Glossary
The “What To”
Remember?
• People
• Processes
• Customers
• Financial Strength

8. Increasing customer value
Ask yourself
“Is this an activity that a
customer would be prepared
to pay for?”
Use the acronym SECRA to tip the scales
• Simplify – make the process as easy as possible
• Eliminate – get rid of the rubbish activities and waste
• Combine – put together what logically fits (or sits) together
• Relocate – strip out the unnecessary transportation
• Automate – take out unnecessary manual activity (*)
Value
Waste
(*) note – automating a rubbish process only creates more rubbish faster, sort the process out first then automate it

9. The Techniques and Training Modules
Workplace
Improvement /
5S
Visual
Management
& Huddles
Managing
Change
Process
Mapping
Prioritising
Improvements
Forecasting &
Capacity
Planning
Root Cause &
Risk Analysis
Waste
Management
I
I
I
I
I
S
S
S
S
I = Improve
S = Standardise
Time
Performance
Creativity
Skills Matrix
Project
Scoping &
Selection
Stakeholder
Analysis &
Management
Refresh of
Process, Waste,
FMEA, 5 Whys,
Prioritisation
To support the 6 stage process for Gold projects

10. Challenges Successes
Understanding the customer journey
and customer touch points
Savings and Mortgage journeys
mapped
Customer touch points identified and
understood
Finding the time to put the learning
into practice whilst still doing the
day job
Leaders involved in the training cycle
Cultural change evidenced in
Investors in People / Employee
surveys
Continuously improving our own
lean toolkit, training packages and
processes
Good feedback
Small changes made
Gaining ownership and responsibility
for processes and the Process Library
Some progress but a long way to go
Any help gratefully received?

11. The Process Library
From where we
are to where we
want to be
Map the “As Is”
warts ‘n’ all view of
the current state
Based on APQC – American Productivity & Quality Center framework
Map the “To Be”
what do we want the process to look
like
Process improvement
•Strip out the waste
•Re-design to meet SLA
•Improve the customer experience!
Process
library
Paula
Check in
Check out